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Note: INSEAD used to offer free evaluation copies of their cases. They no longer do...

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Note: INSEAD used to offer free evaluation copies of their cases. They no longer do...

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Note: INSEAD used to offer free evaluation copies of their cases. They no longer do...

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Note: INSEAD used to offer free evaluation copies of their cases. They no longer do...

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Note: INSEAD used to offer free evaluation copies of their cases. They no longer do...

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Tesco currently lays claim to about one-fifth of the UK grocery market, and to take full advantage of the Internet as a sales channel, the retailing chain launched Tesco.com in the mid-1990s. What challenges did the "old economy" firm face as it added this "new economy" expansion? Albrecht Enders, Professor Tawfik Jelassi and Professor Charles Waldman illustrate its path, including the heated debate on implementation issues as it broke away from industry standards. This case presents significant issues for "old economy" firms who are opening Internet channels as part of a retailing strategy, and more specifically, the challenges in online grocery retailing. It raises key questions for logistics management, especially in electronic retail, and can be applied to a variety of e-related topics in marketing, business policy and/or strategic management.

Note: INSEAD used to offer free evaluation copies of their cases. They no longer do...

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David, the entrepreneur, is considering a new venture - entering the Asian wine market with French wine. This is hardly a vintage market, with consumers only just beginning to increase their wine purchases. So in order to give us an appreciation of the market's flavour, Professor Hellmut Schütte and David Remmers identify some key factors in this true-story case.

Note: INSEAD used to offer free evaluation copies of their cases. They no longer do...

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It took just one merger, and literally overnight, a new multinational shuffled the ranks of the drinks industry. Two large beverage companies, Brahma and Antarctica, formed AmBev, instantly claiming the number three spot on the list of the largest beer companies in the world. Professor Lourdes Casanova explains in this case study what's even more surprising to the drinks industry - this new multinational was coming from Brazil.

Note: INSEAD used to offer free evaluation copies of their cases. They no longer do...

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Tata Tea is one of the largest tea companies in the world. Sheltered from competition by a protectionist Indian government for most of its history, the company in 1999 faced several new challenges: upcoming deregulation and changing consumer tastes. How should the company react? Research Associate Ulrike Wiehr and Professor Amitava Chattopadhyay review potential strategies.

And what other e-tailers might learn from make-to-order pioneers.

European grocers could satisfy their appetite for growth-if they knew where to look.

Note: INSEAD used to offer free evaluation copies of their cases. They no longer do...

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Value Based Management is often thought of from strictly a financial perspective. In this Case Study series about a VBM initiative at Cadbury Schweppes, the authors show that managing for value is 80% about people and only 20% about numbers.

The series traces the origins of the initiative starting in 1996 and follows its progression through to 2002, showing the benefits, limitations, time frames, and basic elements of VBM at this multinational food and beverage company.

Note: INSEAD used to offer free evaluation copies of their cases. They no longer do...

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In January 2001 the CEO of Interbrew received what was likely the worst news of his career. With the ink on the company's Initial Public Offering still wet, the British Government announced it was rescinding Interbrew's €3.68 billion takeover of Bass Brewers, a deal it had affected just four months prior and which served as a selling point in its recent IPO. François de Breteuil and Professor Herwig Langohr pick up the story in this new Case Study.

Note: INSEAD used to offer free evaluation copies of their cases. They no longer do...

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This Case Study examines how ChateauOnline took its wine e-tailing model from promising and well-publicized beginnings in cyberspace and then met the challenge of negotiating the complexities of a less propitious climate in a highly fragmented market. It explains how this young company developed a viable, sustainable and profitable business at a time when other start up competitors were collapsing as a result of financing problems and when big players were beginning to flex their muscle in a market where big profits were to be made.

Emerging markets are enticing to companies because of the growth potential they present. But when cultural, economic, and logistical issues arise, survival in these markets is often a challenge. Recently, Stan Sthanunathan, vice president of Knowledge & Insights with The Coca-Cola Company, spoke to MBA students in a global business environments course at Emory University's Goizueta Business School about the intricacies of doing business in India. Among the insights -- how a thorough understanding of consumer behavior helped the soft-drink giant turn a losing proposition into a winning strategy in only two years.

The true test of any company's leadership development is the caliber and depth of its senior management ranks.Yet so often we hear CEOs complain that they just don't have enough talent on the bench. The problem is that traditional management development remains too far removed from the day-to-day realities of business. A few companies have pioneered effective approaches. Consider the tack taken by Kraft Foods. At Kraft, leadership development isn't an isolated process; it goes hand in hand with the company's business model. It takes place on the job and, even more important, for the job.

Wahaha, whose main products are milk drinks, bottled water and mixed congee, is the number one beverage company in China, with revenues of 11.4 billion yuan ($1.37 billion) and profits of 1.35 billion yuan ($162.7 million) in 2004. The company was started in 1987 by Zong Qinghou, its 60-year-old chairman and CEO. In an interview with Wharton marketing professor John Zhang, Zong talks about his first entrepreneurial ventures selling beverages and ice cream, the success of his first major product, "Wahaha nutritional liquid," his joint venture with the French giant Danone Group, and his rapid growth over the past eight years through the establishment of 40 subsidiaries in 16 Chinese provinces. In 1998, Wahaha launched its own brand, "Future Cola," to compete against Coke and Pepsi.